Definitions, characteristics and measures of IT Project Complexity - a systematic literature review

As the world of Information Technology (IT) engineering becomes more complex every day, the formal study of project complexity becomes more and more important for managing projects effectively, to avoid poor performance and failure. Complexity is not yet clearly understood nor sufficiently defined and the terminology itself is being overloaded and over-used. This paper is a systematic literature review that attempts to identify and classify proposed definitions and measures of IT project complexity. The results include a map of the identified approaches and definitions, a list of classifications of project complexity, a set of proposed measurement tools and complexity measures available to practitioners. The paper contributes to establishing a common language when discussing complexity, as well as to a better understanding of project complexity and its implications to practical IT engineering projects

Expecting the unexpected during ERP implementations: a complexity view

Implementing an ERP (Enterprise Resource Planning) system is a complex, risky, time-consuming, and very expensive affair. Unfortunately, ERP implementations are often still over budget and time, and below expectations. Ticking off critical success factors (CSFs) and risks is supposed to take care of all intricacies during an implementation. However, complexity theory suggests no perfect foresighted knowledge can exist and one should always be prepared for new and unexpected events happening (“unknown unknowns”). Currently, ERP research does not explicitly address this unexpected behavioral aspect of complexity. Therefore, it seems relevant to explore whether this unexpected complexity aspect of ERP implementations can be observed in actual ERP implementations. We demonstrate through an in-depth and structured case analysis that a normal, well-planned, and managed ERP project shows indeed unexpected behavior. That is to say, totally unforeseen major problems appear. From our observations, it is evident that ERP implementations can show significant unexpected behavior despite the best of knowledge, proper preparation, and project management practice. It seems relevant to perform more research into the relevance of appropriate control mechanisms based on acceptance of the inherent complex, i.e. unpredictable nature of ERP implementations. This awareness should complement existing mechanisms as CSFs and risks

Critical Success Factors of Continuous Practices in a DevOps Context

Context: Software companies try to achieve adaptive near to real-time software delivery and apply continuous practices in a DevOps context. While continuous practices may create new business opportunities, continuous practices also present new challenges. Objective: This study aims to aid in adopting continuous practices and performance improvements by increasing our understanding of these practices in a DevOps context. Method: By conducting a systematic literature review we identified critical success factors on continuous practices and grouped the found factors. This led to the construction of our initial framework. We started to validate the critical success factors in this framework in a DevOps context by conducting a first pilot interview. Results: We developed an initial framework of critical success factors and conducted a pilot interview to make a first step to validate the framework. Some factors were confirmed and clarified i.e., enriched, on the basis of the retrieved information. In future work we will strive at further validation of the framework. Conclusions: We took a first step to validate our framework and retrieved valuable information, which is promising to take the next steps for further development of the framework

The impact of IT human capability and IT flexibility on IT-enabled dynamic capabilities

By conducting moderation mediation analyses, we investigate how IT human capability (ITHC) and IT flexibility—independently and jointly—influence the formation of IT-enabled dynamic capabilities (ITDC). In this paper, we also analyze the influence of different environmental conditions on the relationship between ITHC and ITDC. We do so by empirically testing the constructed model on a dataset of 97 international firms, using the PROCESS technique. We draw upon the dynamic capabilities view and modular system theory, which emphasize the need for a firm to develop ITDC to respond to changes. Currently, there is a gap in the literature concerning the role of ITHC on the formation of ITDC. Our results show that there is a positive effect of ITHC and IT flexibility on the formation of ITDC. Hence, organizations should invest in their ITHC and IT flexibility to address the rapidly changing business environment

From Enterprise Architecture Management to Organizational Agility: The Mediating Role of IT Capabilities

Enterprise architecture (EA) has claimed to provide several benefits for organizations including improving organizational agility. Becoming more agile is an essential capability for organizations and a necessity to respond to the rapidly changing environment. The way these EA benefits are established is seen as complex and involves interconnections of multiple organizational facets. However, currently, there is a lack of empirical studies on EA and how it contributes to benefit realization. Moreover, empirically validated work on EA processes is even more scarce. This research addresses this gap and investigates the effect of an EA management approach on organizational agility. A conceptual model was developed proposing a mediation effect of IT capabilities on the relationship between enterprise architecture management and agility. A survey was performed among key EA stakeholders. Based on a sample of 110 responses, a partial least squares structural equation modeling analysis was performed to test the mediation model. The results indicate that the effect of enterprise architecture management on organizational agility is indeed mediated by IT capabilities. Finally, the present study discusses the implications of this research and provides suggestions for future research

Enterprise Architecture Artifacts Facilitating the Strategy Planning Process for Digital Transformations:a Systematic Literature Review and Multiple Case Study

The exploitation of new value propositions enabled by disruptive digital technologies—also known as digital transformations—influences the configuration of people, processes, and technology in a firm and must be considered in the enterprise’s strategy. Strategy planning, i.e., the process that determines strategy, is facilitated by enterprise architecture (EA). Hence, strategic plans are reflected in EA documents called artifacts. Our research identified fifteen EA artifacts that facilitate digital transformations’ strategy planning process through a systematic literature review. Furthermore, a multiple case study in the financial services sector was carried out to verify our theoretical findings. The case organizations show a fragmented implementation of EA artifacts, with each organization having established its own, almost unique, way of using them. Only four of the theoretically conceptualized artifacts were found in all organizations. Moreover, two EA artifacts used in all case organizations were not included in our theoretical conceptualization. In combination with the empirical research, the systematic literature review leads to an improved understanding of EA artifacts and their use in the strategy planning process for digital transformations

Customer knowledge transfer challenges in a co-creation value network:Toward a reference model

In today’s interconnected global marketplace, where customers have become increasingly knowledgeable and empowered, a customer-centric view is becoming a prominent differentiating strategy for firms. Accordingly, firms with the aim of delivering a seamless customer experience strive to offer integrated solutions. This quite often relies on inter-organizational collaboration in the context of a value network In this context, customer-related knowledge is regarded as one of the primary sources in the provisioning process of integrated solutions. This, in turn, implies the importance of effective sharing of customer knowledge among actors of a value network. Customer knowledge transfer is difficult due to some recognizable challenges such as a lack of trust. Because of the added complexity of a value network, achieving a shared understanding among actors about customer knowledge transfer challenges in a value network setting (VN-CKTC) might be more difficult. A systematic and comprehensive overview of the VN-CKTC (in the form of a reference model) might support this by providing additional structure. Although scholars have long studied knowledge transfer challenges within business network settings, they are usually limited in scope and their resulting challenges differ widely. Therefore, they provide insufficient coverage of the possible challenges. A more comprehensive view is thus needed. Our research aims at designing and validating a reference model that provides a systematic and wider spectrum of possible VN-CKTC. To this end, a design science research approach is followed. In the design phase, by conducting a systematic literature review followed by a structured classification, a reference model of VN-CKTC is designed. In the evaluation phase, the validation of this designed artifact is evaluated in a value network setting by conducting multiple case studies. The results of this study give us both theoretically and context-specific descriptions of the significant relevant of these challenges. The proposed reference model provides a rich picture of VN-CKTC. Decision makers of value networks can use this reference model as a means to achieve a shared understanding about customer knowledge transfer challenges and to come to an agreement on these challenges. They can also apply it to be aware of which challenges to focus on, so they are provided with a much stronger basis to make better-informed decisions to address and mitigate these challenges